At PRWeek’s annual PRDecoded conference held yesterday in Chicago, Chris Foster, CEO of the Omnicom PR Group, and I stepped into the ring for a friendly sparring match to discuss the state of the PR industry. PRWeek editorial director Steve Barrett served as referee.

The conversation covered a wide range of topics, from AI and client expectations to misinformation, our evolving competitive landscape, and the challenges facing today’s CEOs and CMOs. Here are a few of the key points I shared:

This is a moment of Great Opportunity for PR Firms - LLM search is driven by earned media, plus content on corporate web sites and expert commentary. The LLM search process now leads directly to purchase, giving PR its best opportunity to yield tangible results for marketers. It is also a short window before advertising appears on LLM search engines, so we need to move quickly.
Edelman is building the Earned Flywheel – We’ve tasked Brian Buchwald, our new President of Global Transformation and Performance, with creating a “fighter-plane dashboard” for our account teams. It will draw on 20 plus years of Trust data, millions of media stories, and social content from X and LinkedIn. The Flywheel will help teams spot cultural trends, predict which ideas will gain traction, prioritize media targets, and track results in real time, moving Earned Creative from a channel tactic to a strategic driver.
The Industry Must Stand Up to Pressure - Employees and consumers expect that brands and companies will continue to do the work on sustainability and diversity. The terminology can change from equity to opportunity so that all are given an equal chance; or from sustainability to supply chain reliability. CEOs do not need to be societal leaders, but their companies are the best agents of rapid change. Values, consistency and conviction matter more now than ever.
There Is Need for Agency Reinvention - Certain lines of business have withered. Instead, we can focus on countering disinformation, especially in the food and health sectors (I noted the No Safe Level of alcohol consumption as an example of this). We can also help companies adjust to rising nationalism by helping to institute a more local approach to communications, including philanthropy and CEO positioning. Finally, we must help clients gain acceptance of innovation, especially in health and technology, with fears eclipsing advantages (Is Ai actually Globalization 2.0, causing jobs to disappear or move overseas).
Edelman Will Continue to Work with Holding Companies - We are best in class in communications. Our approach will be Polite but Ambitious. Our remit is everything from experiential to creator to content creation to media relations.
AI is Efficiency and Enablement - We can now compete head-on with ad agencies and digital firms because AI tools enable speed, cross-border execution and working at the speed of culture. We don’t need briefs, tissue sessions or multiple iterations of work.
Best Work Drives Action - Edelman uses the Action Method to persuade clients that Trust Drives Growth and Action Earns Trust. Two strong examples are DP World’s “Move to -15°C” campaign, which redefined shipping refrigeration standards, and eBay’s “Endless Runway,” which boosted demand for gently used fashion.
Work with Media Across the Ideological Spectrum and Industry Sector - The tech sector has spawned crucial voices such as Lex Fridman who are the first stop for tech CEOs. The conservative media is thriving in Substack, including FOX veterans such as Megyn Kelly. There is similar innovation on the left, with such entries as Under the Desk News.
The Mission - I said that the 2025 Edelman Trust Barometer showed a descent into grievance, morphing into hostile activism by Gen Z with despairs about high food costs, lack of affordable housing and a slow job market. Edelman is committed to restoring optimism and belief in the future. We will do this by providing a full set of facts to citizens, by enabling dialogue and using non-traditional channels including local authority figures such as pastors and pharmacists.

Chris and I agreed on the necessity of an extensive global network of offices, of continued innovation in our offering and a desire to compete with our older brothers in advertising. We gave the attendees their money’s worth and a lot to think about. Ours is a noble profession that must emerge as the leader among the communications options for institutions.

Richard Edelman is CEO.

Understanding what’s really at stake in the growing discussion on food processing

The term “ultra-processed foods” (UPFs) has recently attracted increased attention from scientists, media, civil society and governments. Once nutrition jargon, the term now appears in media and official announcements almost daily. Why is that so? What is at stake in those discussions? How could “UPFs” reshape the discussions on food systems and health, and what can the food and beverage sector do about it? Ultimately, growing concern and discussions about “UPFs” reflect an erosion of public trust in food, and further damage this trust. Food and beverage leaders who transparently explain food processing, engage with credible experts, and drive evidence-based reformulation will be ahead of the curve and will more easily navigate an increasingly polarized landscape.

Hard-to-process health data

Coined by Brazilian scientist Carlos Monteiro in 2009, the term “UPF” started spreading like wildfire just before 2020.

Part of the reason is that none of the various policy measures put in place to date to reverse the inexorable global rise in obesity have delivered. Once more circumscribed to rich countries, obesity now spans all countries and income levels. By 2022, adult obesity had more than doubled since 1990 and exceeded 1/3 of adults in the UK, US, Chile, and Mexico. Among 5- to 19-year-olds, obesity more than quadrupled, with 1 in 10 children worldwide living with obesity by 2022. Obesity increases noncommunicable disease (NCD) risk and premature deaths and imposes visible societal costs estimated at about £126bn per year in the UK alone.

In response, civil society, scientists and even WHO have pointed fingers at several factors, including growing UPF consumption. Yet the only evidence is associational, and the role of processed food is still hotly debated. Given this lack of consensus, why is industrial food processing given so much attention?

Trust at the core

Trust in the food and beverage industry and its practices are the common factor in discussion of UPFs—and this trust is marked by contradiction. Edelman’s latest Trust Barometer shows that overall trust in the food and beverage industry has steadily increased from 67% in 2020 to 73% in 2025, making it one of the most trusted industries globally. However, global consumer acceptance of food processing is low and tainted with skepticism. Over the past year alone, 53% of consumers reported viewing UPFs less favorably than they used to, and 43% have shifted opinions, underlining the pace of change. Despite this growing aversion, consumer understanding of UPFs is low and most cannot identify them in supermarket aisles. General confusion underpins consumer avoidance.

Consumers’ heightened sensitivity to “UPFs” has also raised the interest of various stakeholders, whose action is further eroding overall trust in the food and beverage sector. Media headlines are eye-catching. Communications campaigns are mistakenly guiding consumers to avoid food processing by choosing food options perceived as more “natural.” Scientists and publishers are riding the UPF wave and increasingly writing on the issue. Public authorities within and across countries disagree whether food processing is a sound basis to target dietary changes and whether there is already sufficient evidence linking processed food consumption and NCDs.

Trust is local, and so are the discussions on food processing. Data shows that trust in food processing varies across demographics and regions. Skepticism and avoidance score highest in Europe, while Asian consumers tend to be more open to food innovation. Older consumers are more skeptical and avoidant, while younger consumers are more open and likely to accept the role that processed foods can play in a balanced diet if formulated well.

Where is this headed? Food for thought

Three key trends in the current UPF debate are worth noting, as their evolution will be key in determining the longer-term trajectory of the issue:

Defining UPFs. Questions have been raised about the robustness of the NOVA classification, with calls for a more precise scientific definition to inform policymaking. Whether UPFs and their key markers are defined in terms of nutrients (e.g., fat, salt & sugar), ingredients (e.g., additives) or attributes (e.g., palatable, addictive), or a combination of these will have substantial bearing on public perceptions and policy options. But stakeholders disagree about the shape of the definition, as illustrated by various research projects and policy initiatives in recent years. WHO’s upcoming UPF definition and planned UPF dietary guidelines (expected by around 2027) could help build common ground to cut across disagreements. Yet WHO may not achieve global consensus on either, since the US is leaving WHO and is currently working on a federal-level definition, which should subsequently underpin the recommendations of the “Make America Healthy Again” (MAHA) Commission.
Health vs. affordability. Modern food processing has provided people with more affordable and shelf-stable products, enabling them to cut their grocery spending. This implies a tension between health equity and food accessibility: policies aiming to reduce the share of processed foods in diets risk exposing lower-income groups to more food and nutrition insecurity, unless fresh produce is simultaneously made more affordable. This tension might increasingly shape upcoming discussions given the background of a lingering cost-of-living crisis.
Rising UPF-related litigation, especially in the US. In the recent Martinez case in Pennsylvania, a young adult sued several companies alleging their products caused non-alcoholic fatty liver disease and type 2 diabetes. The judge dismissed the claim for failing to identify specific foods, amounts consumed and a direct causal link. Yet the amended case is already being re-filed, and similar suits will surely emerge, building on the lessons of the Martinez case. The risk such cases pose to food producers would rise further if WHO’s International Agency for Research on Cancer proceeds with its planned assessment and classifies UPFs as carcinogenic. Class actions targeting UPFs in the US would likely ripple out into global negative perceptions.

UPFs - a tough nut to crack

The heated debate over UPFs is exposing the food and beverage industry to reputational, regulatory and litigation risk. Navigating this increasingly hostile landscape calls for business to make strategic shifts. What companies can do:

Communicate more clearly and forcefully about health and other benefits of food processing, especially to more open-minded consumers. The vast majority of consumers have heard of “UPF” but are still ignorant about what the term means. There is room to educate consumers and increase their understanding and acceptance that food processing can fit into a healthy diet. It is also important to communicate about the other benefits of food processing (e.g., shelf stability, convenience).
Drive reformulation to assuage concerns, especially of the ingredients consumers perceive most poorly. Most major companies have been on a “clean label” drive for some time. The UPFavoidance trend that is taking shape among significant sections of the consumer base no doubt strengthens the case for accelerating that journey. The recent announcements on the voluntary phasing out of synthetic dyes in the US will likely have ramifications for other markets. Clean label drives should, however, be done sensitively, without casting doubt on ingredients that are proven safe.
Unlock opportunity in partnership with credible experts and NGOs. Although business is most trusted, industry messaging alone lacks authority. Co-messaging with experts and NGOs who are seen as moral authorities in food and health can help close the credibility gap for business.

Simply demonizing food processing or UPFs is simplistic and counterproductive, but so is failing to pay more attention to the health impact of unbalanced diets. UPF does not stand alone; it is inextricably intertwined with environmental, scientific, economic and political issues. Only engagement with all stakeholders can build trust, reduce confusion and reduce the likelihood of sub-optimal policies. The onus is on the food industry to drive that engagement and communications effort; it is very much in its interest to do so, as left unattended, the current debate will only result in the increasing stigmatization of its most loved brands and products.

Haleon US CMO Katie Williams on Making Health More Human

Singapore, 10 September 2025 – A new national brand film for Mongolia, “Go Mongolia,” has been launched to international audiences, streaming now on international news outlets and digital platforms. Designed to elevate the country’s global profile while fostering national pride, the 2.5-minute film showcases Mongolia’s majestic landscapes, rich cultural heritage and dynamic economic potential, positioning the country as a compelling destination for tourism, trade and cultural exchange.

Created by Edelman, the film reflects a strategic effort to unify Mongolia’s tourism, trade, and cultural sectors in a single narrative. “The challenge was to capture the energy and dynamism of a youthful nation re-emerging onto the world stage, while also rallying internal pride,” said Tim Green, Chief Creative Officer, APAC at Edelman.

The creative concept emerged from immersive cultural experiences in Mongolia. “It literally emerged from within Mongolia—it’s in the name. It’s a driven nation with ‘Go’ at its heart, both literally and figuratively,” Green added. It positions Mongolia as a place to go explore, go invest and go create, while also serving as a rallying cry to instill pride among Mongolians themselves.

To capture the nation’s essence with authenticity, the film’s production involved extensive collaboration with the Mongolian Ministry of Culture, Trade and Tourism, government ministries and local creator communities. From animators and bloggers to business leaders and cultural institutions like the National Theatre, Mongolian voices shaped the campaign’s narrative. Designers of the national Olympic uniforms, Michel and Amazonka, contributed all the wardrobe for the film, ensuring cultural authenticity with a modern edge.

“It was important for us to hand the concept over to the people of Mongolia and let them give it meaning,” said Green. “We launched across different fields—from fashion shows in Paris to international partnerships like Mongolia’s sponsorship of Fulham Football Club—showing how ‘Go’ works on the world stage and reflects who the people of Mongolia are.”

The film is part of a broader strategic campaign, a long-term nation-branding initiative launched in 2023. Edelman led the creative direction, scripting, and production, working closely with Mongolia’s ministries to ensure the film reflected both external ambitions and internal spirit. “This is another example of how Edelman brings to life integrated thinking at the intersection of culture, commerce, and creativity,” noted Green. “It’s a piece of work that instils trust in a unique country sitting at an interesting crossroads in the heart of Asia.”

Since Edelman launched the Go Mongolia brand, the country has seen a significant rise in global visibility. It climbed fourteen places in the Brand Finance Global Soft Power Index, recorded its highest-ever tourism revenues, and was named by Lonely Planet as the number one destination in its Best in Travel 2024 guide. The campaign has also driven cultural diplomacy, from Mongolia’s partnership with Fulham Football Club to its showcase at the Paris Olympics, while strengthening foreign investment and international connectivity through milestones such as United Airlines’ first-ever direct route from the United States.

The release of the nation branding film marks a new chapter in Mongolia’s long-term soft power strategy. By fusing cinematic craft with strategic storytelling, Edelman has helped the country project a unified national identity—one that celebrates its traditions while positioning it as an ambitious and globally engaged partner for the future.

Credits:
Agency: Edelman
Chief Creative Officer, APAC: Tim Green
Designer: Matt Andrade
Agency Producers: Jeth Heng / Alicia Ho
Client Lead: Delicia Tan
Public & Govt. Affairs: Melissa Leung / Ryan Lim
Strategy: Huw Gildon / Peter Pippen
Production Company: Mr+ Positive Tokyo/Singapore
Director: Patrick Fileti
Music & Sound: ikigai

About Edelman:
Edelman is a global communications firm that partners with businesses and organizations to evolve, promote and protect their brands and reputations. With 6,000 employees across over 60 offices, Edelman develops communication strategies that build client confidence and stakeholder trust. The firm boasts an array of accolades, including PRWeek’s Agency Dynasty of the Past 25 Years and Global Agency of the Year (2023) and Cannes Lions Independent Agency of the Year for the Good Track (2024 & 2022). Recognized as a standout agency by AdAge (2023) and honored with multiple Cannes Lions, including Titanium, Grand Prix and seven Gold Lions since 2021, Edelman consistently sets the industry standard. Since our founding in 1952, we have remained an independent, family-run business. Edelman owns specialty companies Edelman Data x Intelligence (research, data), Edelman Smithfield (financial communications), and UEG (entertainment, sports and lifestyle). www.edelman.com

Omnichannel is more than just a set of digital tactics. It’s a strategic, insight-driven approach designed to deliver seamless, personalized customer experiences by integrating messaging across multiple touchpoints.

It ensures that every interaction, whether through a medical science liaison (MSL), a rep visit, an email, or an AI-powered chatbot, is part of a connected, data-driven ecosystem.

Pharma’s omnichannel success depends on:

Understanding your audience needs and pain points across the customer journey
Aligning messaging with behavioural shift
Optimising channels based on real-time engagement data

But if omnichannel is this complex, who should lead it?

The Case for Omnichannel as a Standalone Function

Strategic Business Driver, Not Just Digital Execution: Omnichannel isn’t just about technology — it’s about relationships. It requires deep integration across brand, medical, commercial, and market access teams. A dedicated omnichannel function ensures these connections happen effectively.
Cross-Functional Leadership is Essential: Unlike traditional digital marketing, omnichannel spans multiple departments. Having a centralised omnichannel team can break silos and drive a cohesive engagement strategy.
Global vs. Local Execution Requires a Governance Structure: Many pharma companies operate globally but execute locally. A standalone omnichannel function can set a strategic framework while allowing for market-specific adaptations.
Proven Success in Industry Leaders: Consider the omnichannel campaign for Lundbeck, which integrated live-action VR, social content, and digital assets to enhance HCP engagement at AAN 2019. This level of execution required a dedicated strategy team, not just a digital execution arm.

The Case for Omnichannel Sitting Within Digital

Technology is the Engine of Omnichannel: Omnichannel relies on AI, automation, and data analytics — all of which sit within the digital team’s expertise. Digital teams already manage platforms that enable omnichannel experiences, making them a natural home.
Efficiency & Scalability: Digital teams are structured for rapid execution at scale. Embedding omnichannel here ensures seamless integration with digital transformation initiatives.
Cost & Resource Optimization: A separate omnichannel function could lead to duplication of roles and budget inefficiencies. Keeping it within digital leverages existing infrastructure.

Where the Industry is Headed

The most successful pharma companies treat omnichannel as a business strategy rather than a digital function. A hybrid model — where omnichannel is a dedicated function that collaborates closely with digital, brand, medical, and commercial teams — is emerging as best practice.

Future omnichannel success will depend on:

A clear governance model
AI-driven personalization and engagement analytics
Integration across customer touchpoints beyond digital

Should omnichannel have its own seat at the table, or should it be an extension of digital? There’s no one-size-fits-all answer — but the decision will shape how effectively pharma companies engage with their audiences.

Have questions? Get in touch here.

Pharma marketers love data. We track email open rates, website clicks, rep visits, and webinar attendance. But the real question is: do any of these metrics tell us if we’re actually changing behavior?

Omnichannel strategy isn’t about delivering more content, it’s about driving meaningful engagement that shifts HCP mindsets and actions. And that means redefining how we measure success.

Vanity Metrics vs. Real Impact

Today, many omnichannel KPIs focus on activity rather than impact:

Email open rates ≠ engagement
Webinar attendance ≠ knowledge shift
Rep interactions ≠ prescribing intent

The challenge? These numbers look good on reports, but they don’t tell us whether we’re influencing HCP decisions or improving patient outcomes.

The Real Goal: Measuring Behavior Change

A true omnichannel strategy isn’t just about delivering the right message at the right time, it’s about influencing decisions over time. That’s why we need to track:

Engagement depth: Are HCPs actively engaging with multiple content types, not just passively consuming?
Knowledge progression: Are HCPs moving from awareness to deeper understanding across touchpoints?
Channel preference evolution: Are HCPs engaging with more personalized, self-directed interactions?
Prescribing behavior shifts: Are we seeing intent signals translate into actual prescribing patterns?

How Do We Get There?

To make behavior change the core metric, pharma must evolve how we collect and analyse data:

AI-driven insights: Predictive analytics can track engagement trends and identify subtle shifts in behavior.
Customer journey mapping: Instead of isolated interactions, we need to visualise how HCPs move through an omnichannel ecosystem.
Attribution modeling: Connecting digital and in-person engagement to actual prescribing or clinical decision-making.

The Future of Omnichannel Measurement

Omnichannel isn’t just about being present everywhere, it’s about guiding HCPs through a journey that leads to action. If we measure what truly matters, we can stop chasing clicks and start driving real change.

Have questions? Get in touch here.

Edelman Announces Leadership Evolution & Continued Focus on Strategic Priorities
Matthew Harrington Named Executive Vice Chairman
Mainardo de Nardis Named Global President and Chief Operating Officer
Brian Buchwald Named President, Global Transformation and Performance

NEW YORK October 6, 2025 — Edelman today announced a series of senior leadership appointments that will accelerate the firm’s strategic agenda. Matthew Harrington has been named Executive Vice Chairman, Mainardo de Nardis has been appointed Global President and Chief Operating Officer, and Brian Buchwald will serve as President, Global Transformation and Performance.

“These leadership appointments mark an important new chapter for Edelman as we double down on innovation, global growth, and trust,” said Richard Edelman, CEO. “Each of these leaders brings unique strengths that will help us move forward in a rapidly changing communications landscape. Their focus will be on delivering greater impact for our clients, strengthening our internal operations, and driving the firm’s ongoing transformation and innovation.”

Matthew Harrington Named Executive Vice Chairman

A 41-year veteran of the firm, Harrington has held several key leadership roles, including U.S. CEO, and most recently served as Global President and Chief Operating Officer. In his new role as Executive Vice Chairman, he will concentrate on strengthening relationships with Edelman’s largest global clients, serving as senior counselor to C-suites and boards. Harrington has advised some of Edelman’s most important clients, including Samsung, Microsoft, eBay, and Starbucks, guiding them through pivotal moments and transformation.

“Matt has been my partner for more than four decades and a key force in our success and trajectory over that timeframe. He has helped our firm, and our clients navigate defining moments, including 9/11, the 2008 financial crisis and the recovery from Covid,” said Edelman. “Through his work as a client and CEO counselor, he has helped elevate the role and strategic significance of communications. His global perspective, deep relationships, and steady leadership make him uniquely suited to strengthen our most important client partnerships and drive growth across the network. I am grateful that our clients and our leaders will continue to benefit from Matt’s contributions in this next phase of his distinguished career.”

“I look forward to this next chapter and the opportunity to focus on my passion – what has kept me deeply engaged over my tenure – counseling our clients,” said Harrington. “It has been an honor to serve as COO these past 14 years and I’m grateful to Richard, our leadership team and many colleagues for making it so rewarding. I’m excited about Edelman’s ability to continue shaping the future of communications at this transformational time.”

Mainardo de Nardis Named Global President and Chief Operating Officer

de Nardis, a member of Edelman’s board of directors for the past five years, brings decades of experience in global media and communications leadership. As Global President and COO, he will focus on driving client growth and strong financial performance, guiding global strategy, and ensuring consistency and excellence across Edelman’s worldwide network. His remit includes strengthening the firm’s operating model to support sustainable, profitable growth while extending Edelman’s cultural and industry impact.

He previously served as Executive Vice Chairman of Omnicom Media Group and CEO of OMD Worldwide at Omnicom, Global CEO of Aegis Media, and CEO of MEC at WPP, where he also sat on the founding board of GroupM. In recent years, he has served as Chairman, board director, and investor, primarily in the AdTech sector for companies including Vidmob and the AI-powered mobile advertising platform LoopMe. This experience has helped broaden his perspective and deepen his knowledge of technology-driven transformation across industries.

“I’ve known Mainardo for 30 years and he is a seasoned executive who has deep CMO relationships. He knows what they want, and he understands the evolving landscape and the needs of our clients,” said Edelman. “He brings deep conviction to our continued evolution and the power of our global network. As President and COO, he will work with me to chart Edelman’s next phase of growth and extend our leadership in helping clients earn stakeholder trust. Mainardo is a truly global leader who has built his career across Milan, London, and New York.”

“Edelman has a singular role in shaping trust between companies, brands, and society,” said de Nardis. “I look forward to working across the entire global network to help guide our strategy, deepen relationships with clients and communities, and extend Edelman’s cultural impact while ensuring the firm thrives during this exciting period of transformation.”

Brian Buchwald Named President, Global Transformation and Performance

Buchwald joined Edelman three years ago to help build out the firm’s suite of Trust products and services. He has since been elevated to Global Chair of Product and AI, leading efforts that have firmly established Edelman as a pioneer in the use of artificial intelligence within the communications sector. In his new role, he will drive the firm’s modernization of its service delivery model and operationalize its innovation agenda as Edelman escalates its integration of AI and technology to deliver increased value to clients. He will report to de Nardis. “Brian is a rare talent who has put us far ahead in AI,” said Edelman. “He is operationalizing the technology across teams and workflows in a way that reflects real cultural and capability shift. His early work to redefine the value of earned media and to initiate a new flywheel approach has already helped us take marketing spend from ad agencies and reshaped how we think about communications.”

“We are at a once-in-a-generation moment for our industry,” said Buchwald. “I am proud of the groundbreaking work our teams have done to apply AI and data-driven insights to client challenges, and I look forward to helping Edelman lead the way in defining what transformation means for communications and for trust.”

25 Years of Trust

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